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HR Satisfaction Survey 2013

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HR Satisfaction Survey 2013

The HR Index

June 2013 Middle East Region

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1. Introduction a) 2. 3. Executive Summary Respondent Demographics Basic Framework and Foundation a) Summary b) Individual Parameters 4. Organizational Culture and Motivation

Contents

a) Summary
b) Individual Parameters 5. Alignment and Driving Business Objectives a) Summary b) Individual Parameters 6. Important Information a) Confidentiality Policy b) Copyright Information Click on the topic to go there directly Click the Red Bar on Top to reach back to this page
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Introduction

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system. The main heads and the parameters they measure are as mentioned below Parity on career advancements and rewards Basic Framework and Foundation Acceptable work schedules Recognition of role and tasks performed Living the systems and processes in true spirit Enriched Job content Conducive organizational culture Organizational Culture and Motivation Positive working style of key stake holders Professional development and advancement Appropriate compensation Respect of job done from key stake holders Alignment and Driving Business Objectives Clearly understood and aligned business to HR objectives

Study Design

The study has been designed to capture and analyze the parameters under three main heads. These heads cover the purpose, processes and expectations of the people agenda in an organization in a professional step wise

Appropriate evolution of the people agenda and understanding of its benefits by various stake holders
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Executive Summary

People agenda has come a long way in establishing itself in the corporate world. As the agenda shifts from managing hygiene issues to people matters to actually start contributing at strategic level, various aspects come out in the open as action items. On one side it is the basic frameworks which deal with building a foundation, where almost all companies have done a decent job. On the other hand companies are setting up a favorable culture for people processes, and stabilizing culture advantageous processes.

As we move higher up in the people value chain and try to get a feel of real advantage from people practices by

way of alignment, it is only a handful of companies who have been mainly successful in this.

All other companies are still having more than 50% respondents saying there is a lot more work to do. Clearly the ladder to move the people agenda from the front line to the board room is working and a lot more can be done by utilizing the HR teams in a organization. A clear message for the stake holders in people programme to look at the systems processes and the measurement tools set for the programme

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Respondents

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Overview

Data of 14 companies received in this study which ran from 15 th February, 2013 to 31st March, 2013

Basis accurate and complete information provided by participants, data of all 14 companies qualified for being included in this report

From amongst Middle east locations, 4 locations participated. This is only a small extract of the Middle East region from the complete study conducted covering close to 800 companies

All data presented and assumptions made, including ranking of industries is only based on responses from individuals in those industries. The study only gives an indication. An individual company or industry may have different processes, systems and satisfaction levels than those presented here. This data is just a comparative analysis from amongst the respondents to this study

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Basic Framework and Foundation

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the people business an useful investment.

Summary

When parameters relating to getting the basic framework in place and building a strong logical foundation for the people function were concerned, it is the getting fulfilled. They have been able to set the right foundation for making

On another note, as many as 50% HR professionals still feel that their competencies are underutilized, but also feel that their work schedule is cutting into weekends and has stressful working

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45% 40% 40% 35% 30% 25% 20% 20% 15% 10% 5% 0% Yes No I don't know 40%

Evaluation Parity
Statement: The process and procedures adopted by your company to evaluate and promote HR and other functions are same?

With the progress of time, this has seen an upward trend, with only 40% companies saying on the negative. This is an important parameter,

as the people have to feel fairly treated to

percolate this feeling across the organization. Even though the HR practitioners may not directly be building a culture, but they definitely act as a catalyst.

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35% 30% 25% 25% 20% 15% 10% 5% 8% 33% 33%

Work Schedule
Statement: How is your work schedule?

Majority of the companies do not feel that they have an appropriate work life balance, with as high as 33% saying work spills over to weekends also. Definitely something to ponder and rework

0%
Minimum 10 hours everyday Appropriately balanced and I am fine with it Work is there on weekends also Not able to take annual vacations

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60% 56% 50%

People Process Compliance

Statement: Processes, systems and policies set out for people agenda are enforced and followed with due diligence

40%

30% 22% 20% 22%

The main point is, who is the owner of the people agenda, strangely in as high as 22% companies, the top management are the ones

10%

who dont follow the people agenda, hence

0% Yes No Yes (excluding top management)

making them not work or be impactful for a business benefit

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60% 50% 50% 50%

Recognition Parity
Statement: Are there similar reward mechanisms for the HR team as for others, apart from compensation?

40%

Rewards for the HR team have been fairly

30%

increasing over a period of time, with close to

20%

50% of the companies offering a reward

10% 0% 0% Yes No I don't know

mechanism for HR teams. Though still not

covering the entire lot, it has covered a larger portion than those which are not covered. This data has marginally changed from last year

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60%

Policy Enforcement
Statement: HR is empowered to deal with
56%

non-compliances on values, policies or people issues, even if they involve top management

50%

40%

While people policies are set in many

30% 22% 20% 22%

companies, it is few who are not able to enforce them in true spirit. Close to 88% are

10%

able to maintain that balance and provide the

necessary empowerment to HR functions to
Yes No Yes (excluding top management)

0%

deal with non-compliance. Though, it is not essential to have HR be the enforcer, but unless there is some sort of enforcement mechanism, whether built into the culture or into the performance management, it wont be useful to have policies that can give a positive impact to the business

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Organizational Culture and Motivation

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Summary

When it comes to establishing a culture and providing motivation to people managers, it is to build systems and processes to effectively impact the organizational culture and use these as a motivation tool. It is these areas that help the HR team and employees at large feel that the environment they operate in is beneficial for achieving their results

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60% 50% 50%

Leadership Attitude
Statement: Attitude of Top management is a

How the leadership works and behaves is an

40% 33% 30%

important factor that goes into building an organizational culture, for the saying goes, you work for a manager and not for the

20%

17%

company. On the whole, this parameter is

10%

contributing to negative impact and is

definitely an area to be worked on

0% Motivator Demotivator Neutral

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70% 60% 67%

Work Profile
Statement: The kind of work you do is a

The work someone does, gives them the

50%

professional satisfaction and hence makes it

40% 33% 30%

interesting to add value to the company. Fortunately, the work being done by HR

20%

professionals is making them motivated to be

10% 0% 0% Motivator Neutral Demotivator

present in the environment and hence keep

adding positive value. This may be attributed to the evolution that the entire HR space is going through and hence the demand on the professional for stretching their limits

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70% 60% 67%

Organization Culture
Statement: The culture of your company is a

While culture is a very big aspect covering

50%

many smaller aspects, this question

40%

predominately seeks information about the

30%

environment which is perceived everyday by

20% 10% 17% 17%

employees. It is within acceptable limits, with

few choosing to say that it is negatively

0% Motivator Demotivator Neutral

impacting. However, it is the culture which brings in the feeling of belongingness and subsequently the benefits associated with this feeling into the company, so a concentrated effort should be made to shift people from neutral to motivator as a result of culture

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60% 56% 50%

Supervisors Working Style

Statement: The supervisors working style is a

It has long been said that people leave

40%

managers and not companies, how HR professionals contribute to their teams or are
22% 22%

30%

20%

impacted by their supervisors, who may or may not be HR professionals is an interesting

10%

point. The data presents that the HR

0% Motivator Demotivator Neutral

professionals, as high as 22%, themselves have not been able to make a strong impact on motivating their own teams as a result of their work style. Surely an important area of work

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120% 100% 100%

Line Managers Working Style

Statement: Line managers working style is a

Being a function which is largely dependent

80%

on internal relationships and requires a large degree of daily interaction with line managers, it is doing its bit. With a 100% population saying neutral and converging with other line
0% 0% Demotivator

60%

40%

20%

parameters in subsequent slides, it feels like

there is not too be dependence between HR and line, or their interactions are purely transactional

0% Neutral Motivator

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70% 60% 67%

Training Environment
Statement: Training environment for you is a

A fair degree of companies are focusing on

50%

training and it is acting as a motivator to some

40%

organizations. This however, clearly stands

30%

out as one of the areas which needs

20% 10% 17% 17%

improvement, because, as many as 67%

companies feel that this is a demotivator and

0% Motivator Demotivator Neutral

is impacting the environment negatively

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60%

Career Advancement
Statement: Opportunities provided to you for career advancement are a

57%

50% 43% 40%

The future HR professionals see for

30%

themselves is fairly divided. While about half feel that it is neutral, an astounding 43% feel it is a demotivator. This continues to be one of
0%

20%

10%

0% Demotivator Neutral Motivator

the most important areas to be focused on

from a negative impact item standpoint

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60% 50% 50%

Compensation
Statement: The compensation given to you is a

40% 33% 30%

Compensation has been one of the main factors across competencies in controlling
17%

20%

satisfaction, and irrespective of various other frameworks, compensation takes a key role in

10%

deciding satisfaction. Unlike other parameters

0% Motivator Demotivator Neutral

this is the parameter which has very few on neutral side and as many as 50% saying this parameter is impacting negatively. Another area to be focused on

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120% 100% 100%

Line Behavior
Statement: The respect you get form line is a

Almost majority of the companies have been

80%

able to manage the respect angle. Working with colleagues and specially with those who impact the daily routine outputs. With a almost majority on this ratio. This parameter
0% 0% Demotivator

60%

40%

20%

underlines the basic philosophy of respect for

job done. In line with the previous parameter about line function, this too forwards an assumption that HR and line relationship is as of now at a transactional stage only

0% Neutral Motivator

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45% 40% 40% 35% 30% 25% 20% 20% 15% 10% 5% 0% Motivator Demotivator Neutral 40%

Team Skills
Statement: Skill level of other HR colleagues in the team is a

The team one works with makes the environment that much more friendly and exciting as it can be non- exciting. The team members one works with, has not been a

major issue on either the positive or negative

impact side, perhaps, this is something which all HR units have either got right or is a norm that is taken for granted

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90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 0% Demotivator Neutral Motivator 17% 83%

Lines People Orientation

Statement: People skills of line managers are

The people agenda is in reality the agenda of Line managers, HRs role is to ensure that line lives and practices their core role for success, that is people management. Almost all companies feel that the line managers that

they interact with neither have people skills

which make their working a highly enriching experience nor are they such that it makes it a highly demotivating experience

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90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No 22% 78%

Living the Values

Statement: The values that company stands for are really exhibited by the top management

A key area for building the organization is the guiding principles, a set of beliefs and certain rules which make the organization look like

one and bind it together. Various methods are

followed to enforce values, however, it is important that they not only be lived by everyone, but also implemented in true spirit. Strangely, as high as 22% companies feel that their top management are the biggest defaulters and dont live the values the company actually stands for. Definitely an alarming piece of information

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Alignment and Driving Business Objectives

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Business Objectives

What Is A Goal

HR

Business Resources

A structured HR system would ensure that policies, procedures and systems and designed in a manner to help channelize Business Resources in achieving Business Objectives. Not by HR professionals themselves, but by aligning each line manager to this outcome. Therefore, the HR Goal is set, which is an observable, measurable end result having one or more objectives to be achieved within a fixed timeframe

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names such as business strategy, the larger picture or business outcome. Strangely, a large portion of the

Summary

It is an important feature to understand what is one supposed to be doing and in what context. Called by different companies havent invested time in streamlining this aspect. With very few companies getting a score of more than 50% positive impacts, this is surely a huge area of work. Whether it be a goal setting exercise, a balanced scorecard or any other alignment tool, time and effort should be put by the organization and the leader to first set a clearly defined Goal and then align it to the business objective

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60% 50% 50%

Expectation from HR Team

Statement: How is HR function viewed in the company?

40%

The main question about HRs use is still

21% 21%

30%

being debated in lot of companies, though not alarmingly high, a decent amount of them still

20% 7% 0% 0% As a need to have support function As a value add business partner A employee fun provider A policing and intelligence provider As a recruitment provider

10%

have HR as a need to have function. The

movement to get HR as a value add business

partner has began and has considerably moved away from the historical positioning of HR as a recruitment function only. There is still a long way to go before it is clearly understood by everyone on what is a business partners role. Only 21% feel HR is a value add business partner

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40% 35% 30% 25% 20% 15% 10% 5% 0% Hygiene issues manager People issues Transactional coordinator expert People agenda expert Resourceful executive Strategic Strategic input input provider on provider on people business agenda agenda 7% 7% 7% 14% 14% 14% 36%

HR Evolution Stage
Statement: HR Evolution

This parameter has more to do on the vision the organization has about the people agenda. While majorly of the companies still have the focus on people issues coordinator, which ideally should be managed by the line

managers and not HR. The focus is shifting on

the strategic input provider. It is this phase which the people agenda needs to focus on by way of an HR team, about 28% respondents have started seeing the strategic value of HR in business

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60% 56% 50%

Business Objective
Statement: Are you clear about the objectives that business is trying to achieve this year

40%

Clarity of objectives that business is trying to

30% 22% 20% 22%

achieve is still gaining ground. The knowledge of what the business is trying to achieve is a basic foundation stone required to

10%

0% It is clear to all employees Yes Somewhat

ensure efficient delivery. Irrespective of what

stage the company is in, this should be a focus area. More than half the companies did not say Yes!!

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50% 45% 40% 35% 30% 25% 20% 22% 22% 44%

Clear Communication Of Objective

Statement: Are you aware of the business objectives in a written format handed over to you personally A written word is far clearer than a hundred words spoken, a saying which actually fits here appropriately. While the process of communicating business objectives is being

15%
10% 5% 0%

11%

It is clear to all employees

Yes

Somewhat

No

followed in some way, its percolation to either Goal sheets or strategy sheets seems to be missing. A staggering 68% respondents dont have clarity of the business objective in clear, written format. Expectations differ and times change, therefore it is imperative that this be followed

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60% 56% 50%

HR to Business Alignment
Statement: Are you clear about the role HR is playing in achieving the business objective

40% 33% 30%

The alignment of what HR is supposed to do in order to assist business achieve its objectives is also gaining ground. Though close to half of the companies still dont have

20% 11% 10%

the clarity. Moving with the times need to

0% It is clear to all employees Yes Somewhat

ensure that the alignment process is not only documented, but is made an essential part of the goal setting exercise

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50%

HR Goal
Statement: Are you aware of the HR goal and

45%
40% 35% 30% 25% 20% 15% 10% 5% 0% It is clear to all employees 11%

44%

vision
33%

Clearly communicated people vision and plan will ensure that its implementation is flawless
11%

and is impactful. About 55% of respondents feel that this is clearly understood and

Yes

Somewhat

No one is clear

implementable, whereas for others still work

needs to be done

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Information

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Names of participating organization are not revealed in this report

Confidentiality Policy

In the event of purchasing an Industry report, only where more than 10 companies have participated a report is generated and the entire list is added to the report

No data is shared in any format which will reveal the individual company data, individual employee data or an individual designation data in a particular company

Should you want to know more about the confidentiality policy, please write to us at hrhelpdesk@hrhelpdesk.in

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Content Copyright

Data in this presentation is the sole proprietary of HRhelpdesk.in and is copyright protected. It can be used for non-commercial purposes as long as due reference and credit is give to the source, which is HRhelpdesk.in

All data presented and assumptions made, including ranking of industries is only based on responses from individuals in those industries. The study only gives an indication. An individual company or industry may have different processes, systems and satisfaction levels than those presented here. This data is just a

comparative analysis from amongst the respondents to this study

For customized report of this study and for commercial use, please write to us at hrhelpdesk@hrhelpdesk.in

To see other reports, please go to www.hrhelpdesk.in, Resources Tab

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